Board report

Joint Boards Report

Author: Zamzam Ibrahim

Date Produced: 1 March 2020

Note on board structure:

In 2019-20 NUS is transitioning from a multi-entity group structure organisation into two side-by-side organisations. As such the various boards of NUS’ entities merged into one single Joint Board for the transitional period only. This period ends on 30 June 2020. The Joint Board is made up of the three remaining boards – the NUS UK board, the NUS Charity board, and the NUS Services board. Several members are members of all three and some are only members of one or two of the boards. The chart below details exactly who is a member of what board making up the Joint Boards during the transitional year.

Joint Board members:

Full Name N

US

UK

Ch

arit

y

Ser

vice

s

Jo Binding x x x Thomas McNeil x Kate Reynolds x x x Eva Crossan Jory x Zamzam Ibrahim x x x Eden Ladley x x x Erica Ramos x x Aidan Grills x Tricia O'Neill x x Daryl Ormerod x Yousef El-Tawil x Jaspreet Singh x x x David Titley x x x

Action: National Conference will be asked to vote to approve this report

Introduction from the Chair Welcome to this very unusual National Conference. If you’re reading this and taking part in our virtual National Conference, then I hope you’re well and that your loved ones are safe. As the coronavirus crisis continues, I’m clear that NUS has an important role to play in supporting students’ unions and advocating on behalf of students. Things are changing every day but broadly we’re taking the following steps:

• Enabling SU staff and officers to liaise with each other and share practice, intel and ideas;

• Providing updates and guidance to SUs and students;

• Working closely with governments, sector, and other individuals at national level to ensure students and SUs are at the heart of decision making;

• Lobbying for key protections for students in terms of immediate support, education provision, and particular protections for international students, disabled students and low-income students.

It’s hard to remember life before coronavirus but it’s been a very full year and I’m going to update you on the Board’s activities in this report; NUS Turnaround, a General Election, and some massive campaigning wins. The Boards and sub-committees are an important part of NUS’ governance, overseeing our financial, reputational and strategic health. Since October 2018 our Boards have been laser focused on turning NUS around from an organisation in crisis back to a thriving organisation. I must admit, taking on the role of NUS President and Chair of the Boards at a time when NUS was in crisis was daunting. But I am truly delighted to be able to report to you that we’ve hit every single turnaround target we set and that NUS is on track to re-launch the ‘new’ NUSs on 1 July 2020. Good luck to the next NUS Board in taking NUS to the next level in 2020-21! Stay blessed,

Zamzam Ibrahim National President

What do the Joint Boards do? In 2019-20 NUS is transitioning from a multi-entity group structure organisation into two side-by-side organisations. As such the various boards of NUS’ entities merged into one single Joint Board for the transitional period only. This period ends on 30 June 2020. The Joint Boards are responsible for the management and administration of the National Union and may exercise all the powers of the National Union as set out in the Articles of Association and the Rules. NUS UK’s new Articles of Association were approved by National Conference on 10 April 2019 and a Company Law Meeting on 21 May 2019 and became the new Articles from 21 May 2019. Transitional arrangements are permitted by Article 62 of the new Articles which sets out a series of Transitional Provisions that allow NUS to function in 2019-20 whilst we transition between the old NUS to the new. Subject to Article 35, the NUS Directors are responsible for the management of NUS’ business and they delegate the day to day running of NUS to the senior managers. The Directors set the budgets, the strategic direction, and undertake activities to ensure that NUS is being run legally, safely and to a high standard. Turnaround & Transition Year In October 2018, NUS recognised a cash deficit that threatened to make the organisation insolvent. In response NUS went into a period of ‘turnaround,’ which means a rapid period of recovery where all areas of the organisation are reviewed and no stone is left unturned. With expert input from KPMG and others, a series of Turnaround Goals were set and a Turnaround Board was established to steer the process. We took immediate and significant steps to address our cash deficit including a major voluntary redundancy scheme, a cost cutting exercise across all areas, we sold our London building and we secured a cash facility from the bank. Those steps enabled NUS to remain solvent in 2018/19. We also went into an extensive consultation with members and put forward the most radical set of governance and democratic reforms NUS has seen in 50 years. Those reforms were overwhelmingly approved at both National Conference 2019 and a Company Law Meeting. All of that happened in the previous financial year 2018/19. Moving into 2019/20, the Directors’ role was to implement the reforms, make NUS financial sustainable, wind up the old NUS, and set up the two new organisations - NUS Charity (the SU development org) and NUS UK (the national campaigning org). 2019/20 is therefore the Transition Year between the old NUS and the new NUS.

Turnaround Goals (set October 2018) Get to Safety Ensure solvency in 2018/19 and viability in 2019/20

Reform the Organisation Develop and pass reforms that simplify and modernise NUS Jan-April 2019

Embed the Reforms Implement reforms and transition to a new board(s) in July 2020

Phases of Turnaround

2018/19 Get To Safety VR scheme, cuts, IBR, securing a loan, sell London office 2019/20 Transition Year Implementing reforms, technical activities, org re-design 2020/21 1st year of reformed NUS New orgs up and running – first year of the new NUS(s)

Transition Year Progress

NUS may have never experienced existential risk like it has in the past 18 months. In 2019/20 it has been literally critical that students’ unions, students, staff, and all other stakeholders see evidence of real change taking place, as we implement the reforms passed by our members. The chart below gives an update of progress to date against each of the specific Transition Year goals set.

Goals Targets Progress YTD

1. Enact the

resolutions passed by National

Conference and the Company Law Meeting

• Established new NUS UK – Articles and Rules

• Establish new NUS Charity – Articles and Bye-Laws

• Make Sustainability independent of NUS

• Rationalise Holdings • Complete winding down other

entities • Establish new relationship between

Services and the Charity • Agree redistribution of assets and

liabilities

All technical activities achieved and resolutions enacted

Options proposed to members regarding full time officer roles. Decision taken to bring back full time individual Liberation officers within 2-4 years through additional external income*

2: Bring the organisations in line

with the new financial envelope

by 30 June 2020

• Implement new organisation design

• Agree a 2020/21 budget • Relocate London operations

New org design implemented and restructure complete

2020/21 budget proposed to National Conference

Relocated London ops

3: Develop a new 3 year

plan(s) by 30 June 2020, that will deliver

high-impact, financially sustainable

organisations

• Purpose and proposition • Operating foundations • Design Principles • Operating Model • Organisation design • Products, activities & services • Business plan • Business planning cycle

All stages of 3 Year Plan development completed, approved at Board and published to members

4: Review the

Turnaround process and handover to the new Board by 1 July

2020

• Review the turnaround and identify the current risks and opportunities

• New Board members appointed/elected

• Induction/handover • Board plan of business set for

2020/21

• This work is commencing from April 2020

In summary, NUS has implemented reform, brought the organisation inside the new financial envelope ready for 1 July 2020 when the affiliation fees reduce, and has published new plans that set out how NUS will recover and strengthen in the coming years.

*On the question of full time officer roles, the Boards recognised that we have a mandate from members to bring back 5 full time liberation officers when we can afford to do so. Following extensive discussion and exploration of options, the Boards came to a position based on expert advice which is that we seek to introduce 5 full time liberation officers within 2-4 years through external income specifically for liberation work. There was an option to move quicker than that and we put another option to a General Meeting of members proposing that we introduce 5 full time liberation officers immediately (in 2020-21) by re-increasing the affiliation fee by 0.3% of grants (from 2.5% to 2.8%). Out of the two proposals, the

proposal to reintroduce lib officers within 2-4 years through additional income was APPROVED, but the proposal to reintroduce lib officers immediately through additional affiliation fee was NOT APPROVED.

A special thank you to everyone who has supported NUS through this period. Our members, activists and friends have given us support, challenge, and the sort of unfiltered feedback you can only get from your family. Staff and officers have persevered through extremely challenging circumstances. Thank you to students who voted to remain affiliated to NUS during the last 18 months. Thank you to everyone who didn’t give up on NUS and believed that it was worth saving. We will be here supporting SUs and fighting for students in the generations to come because of everyone who fought for NUS now.

Plan For Action 2019-20 was the first year that NUS’ officers (Executive team) got together as a group and published a concise and coherent campaign plan to our members. We published the NUS Plan For Action in September 2019 and since then we’ve been working tirelessly to deliver for students.

NUS Executive Team 2019-20 COVID-19 Pandemic Of course, we planned this year before we had even heard of covid-19 and we had no idea then how devastating its impact would be across the world. Since the beginning of March 2020 all of our attention has shifted over to protecting students during the pandemic. An emergency policy has been submitted to National Conference detailing our position and intentions in this area. Pre-COVID-19 Before coronavirus, 2019-20 was an extremely full year. Brexit, a General Election, mental health, housing, access, quality, funding, decolonization, harassment and violence, and many other issues took up our time and effort. This report provides National Conference with a summary of how we spent our time and money this year pursuing (and winning) issues that really matter to students. Summary of Plan For Action priorities and actions General Election 2019 Our strategy had three strands:

• REGISTER as many students as possible

• INFORM student voters

• GET OUT THE VOTE on polling day

A general election was called for 12 December 2019 and with only 6 weeks notice we were ready. We published a range of resources for SUs and activists to use including voter registration tools, an SU General Election guide, a NUS Manifesto, and a manifesto toolkit. Key outcomes: more student & youth engagement than ever

• 346 members of our SLACK group – we used this to coordinate our GE operation

• Over 200 media articles generated about the NUS manifesto launch alone

• Voter registration amongst young people and students up from 2m in the 2017 GE to 2.6m in the 2019 GE

• 684,000 unique students reached via NUS’ votesavvy app • 43% student awareness of the #whenstudentslead campaign

We will build a movement to transform education Launch a new campaign for a National Education Service and its Nations equivalents that is accessible, funded and lifelong.

Focused year 1 of this campaign on building a vision for a National Education Service. The idea is that we haven’t seen a coherent government plan for post-16 education in many years and we end up on the defensive, fighting against smaller incremental proposals. We think its time to flip that and set out a new powerful vision of the kind of post-16 education we want and need. Key outcomes:

• Your Education Matters events run on campuses across the UK • Extensive support for the UCU strikes and built a firm partnership with

the new UCU leadership • Built momentum around a priority policy at NatCon • Won the return of NHS bursaries! • Won support in Augar for lifelong learning, maintenance and greater

funding in FE • Won additional funding for FE (confirmed in the UK government’s 2020

budget) We will break down the barriers to accessing education and taking part in society Winning safe, accessible and affordable housing

There’s A LOT to do in the area of student housing and this year has been busy for NUS. We’ve worked across the two main areas of accommodation: purpose-built student accommodation (PBSA) as well as the Private Rented Sector (PRS). Key outcomes:

• Responded strongly to several govt consultations including on deposits, indefinite tenancies and the proposed merger between Unite and Liberty Living

• Supported the ‘Renters Manifesto’ during the General Election and won the scrapping of the S21 ‘no-fault’ evictions as well as reforms to tenancy deposits!

• Won a seat at the table with the Ministry of Housing, Communities & Local Govt to develop legislation at source

• Worked closely with Sadiq Khan and the GLA on the proposed ‘London Model’ of renting and we secured an affordability policy for PBSA in that

• Prompted a ‘roundtable’ event with then Universities Minister Chris Skidmore MP, UUK and UNIPOL

• Influencing UNIPOL’s Codes for Non-Education Establishments making inputs specifically around improving accessibility for disabled students and increasing protections for students when accommodation is late

• Lobbied on fire-safety and successfully won a number of positive reforms in the UK government’s 2020 budget

Securing affordable and accessible transport for all

This is a piece of work we’re just starting, and the playing field is vast – lots of agencies, organisations, and a patchwork of legislation and regulation to work within. Key outcomes:

• Secured involvement in the Dept for Transport’s Inclusive Transport Strategy Advisory Groups

• Collected case studies from SUs tackling transport locally • Influenced Greater Manchester Combined Authority on their reforms to

bus services • Won a seat at the table for the government’s National Bus Strategy

Winning healthcare that is free to access for everyone

The aim of this piece of work is to have equitable and free at the point of use healthcare services that are fully accessible and meet the needs of trans people and/or women students.

Key outcomes: • New information for SUs and students published around bodily autonomy

and reproductive justice • Constantly supporting calls to improve trans healthcare and fighting

relentless attacks throughout the year Ensuring disabled students and those with mental health conditions thrive in education

A key strand of this work has been digital accessibility for disabled students. We are highlighting the need for institutions to comply with a new duty on digital accessibility. Key outcomes:

• Made representations to DfE and Student Loans Company regarding proposed changes to DSAs that we believe will impact students negatively

• Shaping and influencing national initiatives including the Student Minds Mental Health Charter and the UUK Step Change Framework (Mentally Healthy Universities)

• Represented students and enabled students to speak directly at the recent APPG on Students focusing on mental health

Stopping a no deal Brexit and improving international students’ lives

This work has been shifting and changing throughout as the various twists and turns of the Brexit saga unfolded. We’ve kept up and changed gear when necessary. But our principles and vision have remained the same – we want an open UK (whether in or out of the EU) where international students are welcomed and appreciated. Key outcomes:

• Launched ‘Education Not Isolation’ campaign to influence the remaining Brexit negotiations – we’re focusing on saving the Erasmus program, protecting research, and ensuring the free movement of students

• Engaged extensively and directly with EU negotiators. The ‘Trilateral’ between NUS, USI and NUS-USI arranged an historic visit to Brussels where we were able to engage directly with EU negotiators including a direct meeting with the European Commission’s Chief Negotiator Michel Barnier

• Engaged directly with the Home Office and the Migration Advisory Committee and successfully lobbied for the salary threshold to be reduced in the new points-based immigration system

• We’ve won widespread pledges of support for the two-year post-study work visa

We will break down the barriers to succeeding in education and society Decolonising our education

There are a number of strands to this work. The Black Students Experience research, the follow up to Race for Equality, is being advertised and continues to get responses. Meanwhile we’re setting the terms of reference fort the proposed decolonize network to bring together activists across different institutions. Key outcomes:

• Significant influence on the EHRC’s report on racial harassment and violence as well as widespread media coverage when the report was released

• Highlighted race attainment gap in FE for the first time • Released new tools and webinars around Decolonising education

Abolishing Prevent Following the launch of the govts review into Prevent, and after significant consultation with other groups, we chose not to engage with the review. Instead we put our time into supporting SUs and activists to challenge Prevent locally. Key outcomes:

• Launched new training for SUs to equip them with the tools to challenge Prevent on campus

Combatting sexual violence and harassment

NUS and students’ unions put this issue on the map. 10 years before the recent resurgence of #metoo, NUS was publishing original research on violence against women students and launching campaigns such as ‘I *heart* consent’. It’s taken more than a decade to get where we are now, which is that education is finally taking this issue seriously. We’re tired but delighted. Key outcomes:

• Supporting UUK on their next iteration of guidance to universities • Working with OfS on a set of minimum expectations • Working with AoC to start addressing the issues in colleges beyond the

safeguarding remit • Contributed to a ‘roundtable’ on sexual violence and harassment in FE

Tackling transphobia in education

There are two principal areas of work in this area. First, Trans People of Colour research (noted in point 4) is due to be launched later this term, giving us data on the experiences of TPOC students. Second, the transphobia in education deliverables are in the planning process, again to be launched later in the calendar year. Eden has spoken at Wonkfest on how HE institutions can be more trans inclusive and we are looking to work with UCU on this topic later in the year. Following on from this and continuing with bespoke union support around transphobia, the guidance for colleges on trans issues, and the safeguarding trans students in higher education guidance for unions, are due to be published in the next term.

NUS Scotland In NUS Scotland the priorities are increasing the money in students’ pockets, improving student housing and scrapping graduation fees.

As a result of our lobbying the Scottish Government has agreed to a consultation on purpose-built student accommodation in Scotland. We are now pushing for this to be full review with all stakeholders and have secured support from a number of MSPs to take this forward. We had secured a member’s debate in the Scottish Parliament on student accommodation, this has been postponed due to Covid-19.

We were overwhelmed by the response to our survey on student mental health. We set a target of 1,000 students to input to our research on student mental health as part of our Think Positive campaign. With widespread support from members and the sector over 3,000 students responded. The research is being conducted by external consultants and will help identify good practise, gaps in provision and make recommendations for improved services and support.

We are working with Colleges Scotland and Universities Scotland to monitor the implementation of the new funding for counselling provision. With £3.6million additional funding this year, we are working to ensure that college students have access to services and the colleges have the infrastructure to support the new provision.

We worked jointly with Universities Scotland and Colleges Scotland to lobby the Scottish Government for a fully funded sector during the Scottish Government budget process, resulting in 3.6% increase spend for colleges and no change in real terms to university funding.

We have been successful in securing increased budget for additional staff or sabbatical officer positions in college student associations and will continue to build on this through our college development project.

NUS-USI In NUS-USI the priorities are campaigning for a publicly-funded tertiary education system, opposing a no-deal Brexit, promoting partnership and union development, and reforming relationship and sex ed.

NUS UK priority campaign and free education NUS-USI has been rallying against a tuition fee increase, gaining unanimous support from Belfast City Council. There is a push to gain public support from across Stormont through a motion passed in the Assembly. The political ground on increasing fees was hostile, and we've kept it so. It's unlikely that a fee increase will be brought in, but we are working to ensure it's ruled out completely through cross-party consensus. Further education development NUS-USI has worked with colleges to update their 'College Union Development Plans'. This serves the purpose of assessing where there are themes and how we can support them on common areas. Based on this, we've put together a briefing for the Northern Irish Department for the Economy on key areas needed to support students' unions in FE colleges. NUS-USI is now a member of the department's student services review which will be key for us to begin embedding a culture of student voice in FE Colleges. Brexit: Education Not Isolation and #SaveErasmus With colleagues across NUS, we've developed the 'Education Not Isolation' campaign with #SaveErasmus as a central part. In NUS-USI, we've produced a #SaveErasmus workshop to deliver in students' unions, however the UCU strikes and COVID19 have postponed these until a virtual solution can be found. The aim is to gather students’ testimonials to show the importance of Erasmus. As part of our trilateral relationship with NUS UK and USI, we took our key message, that students should not be collateral damage in the Brexit process, to Brussels. The three presidents met with a range of officials and politicians in early March, including the European Commission's Chief Negotiator Michel Barnier.

NUS Wales In NUS Wales the priorities are student mental health and well-being, influencing post-16 education reforms, improving student housing, and opposing Brexit by supporting the campaign for a People’s Vote.

Post-16 education reform has progressed to draft legislation, due to be read in the Senedd in late April. NUS Wales continues to make the case that student voice should be enshrined in this legislation, as well as reform of the system as a whole. We continue to lobby the Education Minister, who met with NUS Wales in early 2020, as well as the Welsh Government's legislative team. The formation of the new Commission for Tertiary Education and Research (CTER) has begun with a Change Board, which NUS Wales is represented within.

NUS Wales has secured £4m for student and learner mental health in the 2020/21 budget. This represents a significant increase in funding to further education colleges of £2m, whereas last year they received only £175,000 of funding. NUS Wales continues to lobby the Higher Education Funding Council for

Wales and Universities Wales to further analyse where gaps in services exist once regular activities are accounted for, then base what is funded in the new year's cycle on what students' need most. NUS Wales President Rob Simkins emphasised to the Welsh Education Minister that the funding bids should be co-produced with students' unions and co-delivered where at all possible.

NUS Wales continues to lobby the Welsh Government on Brexit, however it's long-running Brexit working group for FE and HE sectors has now stopped running. This has proven a key place for influencing the retention of Erasmus+ and any replacement that may be needed, in some instances directly with the Education Minister. NUS Wales' Education not Isolation and #SaveErasmus campaigns are supported by the Welsh Government, and they have been helpful in better understanding the direction the UK Government is moving. This has

aided all students across the UK, particularly within the NUS-USI, NUS UK and USI trilateral lobbying trip in early March.

Student housing in Wales is an issue that HE members continue to push to the forefront of their agendas, particularly with the new COVID-19 crisis. NUS Wales has firmly re-established relationships with civil servants and politicians in this brief so that students' rights are at the forefront of legislation and action taken.

With the rapidly growing crisis of the coronavirus pandemic, NUS Wales has significantly altered its work to be responsive to the issues students and learners are facing. The relationships that already exist with both members and external stakeholders have enabled NUS Wales to put issues to decision makers and get answers.

Membership Membership Fees

Under Article 10.7 the Board is responsible for proposing membership fees.

In 2019-20 (NUS’ transitional year) affiliation fees remained at previous levels which were 4% of grants with an upper cap of £60k and a lower cap of £250. From 1 July 2020 affiliation fees will significantly reduce in line with feedback from members and the reform proposals passed at National Conference and Company Law Meeting in 2019. The new affiliation fees are 2.5% of grants with an upper cap of £37.5k and a lower cap of £250 with 80% of proceeds funding NUS UK and 20% funding NUS Charity. Affiliations In 2019-20 we used the new provisions in NUS UK’s new Articles and Rules to bring the National Society of Apprentices into full membership for the first time. We also saw several referenda take place across campuses. Students at Kent Union, University of Manchester Students’ Union, University of Sheffield Students’ Union, University of Bristol Union, Solent Students’ Union and Christ Church Students’ Union. We’re delighted that all the above voted to remain affiliated to the national organisation. University of Lincoln Students’ Union, University of Plymouth Students’ Union, University of Portsmouth Students’ Union and The Students’ Union, Queen Margaret University all disaffiliated on 1 Jan 2020, with the first two remaining as members of the purchasing consortium (these all notified us in the preceding year of 18-19). All of this means that in 2019-20 NUS’ membership increased for the first time in several years. In 2020-21 we aim to reach out to non-affiliates to discuss options and to update them on what’s changed within NUS. Overview of work and decisions of the NUS Joint Boards Main Priorities Progress (what has been achieved since Conference 2019)

Administration & Appointments

Under the Transitional arrangements within the new Articles of NUS UK, as of the 21 May 2019 all officer and committee positions needed formal appointment by the Board. Therefore, at a meeting on 4 June 2019, the NUS UK Board formally appointed officers and committee members who had been elected under the previous arrangements. National President Zamzam Ibrahim Vice President (Further Education) Juliana Mohammed Noor Vice President (Higher Education) Claire Sosienski Smith Vice President (Union Development) Erica Ramos Vice President (Welfare) Eva Crossan Jory NUS Scotland President Liam McCabe NUS Wales President Rob Simkins NUS-USI President Robert Murtagh Black Students' Officer Fope Olaleye Disabled Students' Officer Piers Wilkinson LGBT+ Students’ Officer Rob Noon Trans Students’ Officer Eden Ladley Women Students’ Officer Rachel Watters

Committee appointments were also made, in line with elections taken place under the previous rules. The NUS UK Board also made appointments across the board structure of NUS including as acting as appointments committee for NUS Charity. The following appointments were made to boards and subcommittees.

Full Name

NU

S U

K

Ch

arit

y

Ser

vice

s

Ho

ldin

gs

Med

ia

EPO

NA

HR

Su

b

Fin

ance

S

ub

Peter Robertson x Jacqueline Adusei x Jon Berg x Jim Gardner x Jo Thomas x Kamilla Spark x Jo Binding x x x x Thomas McNeil x Kate Reynolds x x x x Eva Crossan Jory x Zamzam Ibrahim x x x x

x Eden Ladley x x x x Erica Ramos x x x x x Aidan Grills x x Tricia O'Neill x x x Daryl Ormerod x x Yousef El-Tawil x Jaspreet Singh x x x x David Titley x x x Lauren Huxley x

Appointed Civica Election Services as Chief Returning Officer. Created role of Deputy Returning Officer and appointed Kathy Wylde to this position.

New Members Under the new Articles and Rules of NUS UK, acceptance of new Membership of NUS UK falls to the Directors of NUS UK. This differs from the previous set of Articles, where National Conference had responsibility for new members The following new members were approved

• National Society of Apprentices • ERADE SU (part of Exeter Royal Academy for Deaf Education) • Sotterley Ross Students Union (SRSU) part of Wakefield Girls’ High School • PRP Training Ltd • DUISC SU part of Durham University International Study Centre

From 1 January, the University of Portsmouth Students' Union and The Students’ Union, Queen Margaret University left NUS. Although the University of Lincoln Students' Union and the University of Plymouth Students' Union also sadly opted to leave NUS, they have chosen to remain members of the Purchasing Consortium which is fantastic news.

Reports Received reports from the Chief Executive and Senior Leadership Team

Received reports on the NUS UK Plan For Action (2019-20 campaign plan)

Received reports on current finances and financial scenario planning

Received NUS UK Accounts

Received reports against the Turnaround and Transition Year Plan

Strategy Agreed 3 year plans for the new NUS UK and NUS Charity from 1 July 2020

Agreed a new organisational financial and staffing structure and operating model

Received a report on the sale of the London office building

Reviewed options for future possibilities with regards FTO roles and put three options to a General Meeting

Approved audit accounts and estimates

Proposed estimates to NUS National Conference

Finance Areas relating to Finance, resources and risk are delegated to Finance Sub-committee. In order to monitor the work of this committee, the Board receive minutes and reports following each meeting. The Board also has representatives making up the membership of this committee alongside members of other NUS Boards and external members.

Set financial parameters and targets for turnaround and for the new NUS UK and NUS Charity

Monitored in-year finances

Monitored cashflow

Monitored audit and risk records

Human Resources

Areas of Human Resources are delegated to the HR Sub-committee. In order to monitor the work of this committee, the Board receive minutes and reports following each meeting.

Approved the restructure plan

Approved the Exploring new Ways of Working (EWOW) plan – the next phase of NUS’ culture work

Monitored progress of Race Equity work

Corporate Governance

Carried out due diligence activities in relation to corporate restructure work as directed by NUS UK Company Law Meeting Resolution (see above table under 1. Enact the resolutions)